Shiraz Journal of System Management
Special Issue 2013, 89-96
Development of Human Sources Competence is
the Necessity of Organizational Processes
Development
Ahmad Hashemi∗
Faculty member of Islamic Azad university,
Lamerd Branch,
Lamerd, Iran
Mohammad Sadeq Hoseini
Faculty member of Islamic Azad university,
jusk port, Branch,
jusk port, Iran
Abolfazl Abasi
Shiraz University,
Graduate Student in Educational Administration
Abstract. Modern social organizations due to the expansion of eco-
nomic & industrial activities should prepare, preserve & manage a set
of powerful manpower in large & diverse scale. Nowadays skillful &
autonomous manpower is the most important factor of dynamism in
an advanced community. Social, scientific & industrial organizations
cannot be successful without a constant discipline. Therefore, in or-
der to achieve noticeable successes & realize the ideals of humanity,
managers should utilize different management principals & concepts &
applying them tactfully & carefully. In fact, manpower is considered as
a precious asset, which has a production power. All of the advanced
& developing countries are trying to equip & preserve the manpower
comprehensively & dynamically. According this devising the patterns,
which can respond to the different requests of the community by de-
veloping the human competence become necessary. This research with
Received: October 2013; Final Revision: December 2013
∗Corresponding author
A. Hashemi, M. S. Hoseini, and A. Abasi
analytical-descriptive approach studies the theoretical concepts associ-
ated with the development of human resources & their role in devel-
oping the organizational processes through an analytical & descriptive
method.
Keywords: Human resources development, competence, system model,
organizational process.
1.
IntroductionNowadays one of the most important & most basic activities in the
organizations in order to cope positively with changes & healthy compe-
tition is to utilize the systems that can make innovation & improvement
in manpower to reach the desired objectives of that organization.
Our century is a changing age & the human is affected by these
changes, in fact, our world is like a raging ocean & the changes are its
tidal waves that launch the humans from side to side in each moment.
(Asadi, 1900).
One of the most important factors of social & economical develop-
ments is to consider the important & effective role of manpower because
the humans, unlike the other creatures have creativity & an efficient role
in promoting the quantitative & qualitative aspects of their works & with
inventing the new methods, they can solve their possible problems.
Educated & skillful manpower by using his thought & his intellection
can utilize the resources in the best way.(vafanejad, 2003).
If the organizations do not have enough creative, astute & educated
employees, they will lose many opportunities. For being a universal
organization & staying at this level, training & replacing new employees
for reaching progress is necessary.
The future belongs to those who have planned for it. Therefore,
changing in manpower & organizational structure become unavoidable
& the specialists in management science believe that changes & reforms
in manpower are the roots of all successes in the organizations. It is
obvious that if we do not make any reforms & changes in human re-
sources management, organizations will be doomed. Then planning for
developing the human resources is necessary & important. Accordingly,
Development of Human Sources Competence ...
the present research with the aim of developing the human sources is
studying the methods of reaching this aim & at the end; it will present
a pattern for increasing the human sources’ competence.
2. TheMeaning of Human Source DevelopmentIf we want to present a practical description for human sources develop-
ment, we can use the Walton description.
Walton describes human source development as a set of organiza-
tional activities that are done in a definite period in order to make
behavioral changes in the employees. (Saebi, 2003).
The aim of human sources expansion is to provide the essential skills
which by use of them the employees become able to getting themselves
ready for handling more burdens as well as reaching the higher ranks in
their job so the purpose of training programs which are about human
sources development is to increase the skills of the employees without
considering their recent or future job.
The most significant strategic sources in each organization or com-
munity are human sources.
Communities which can develop & train their human sources cor-
rectly & provide some hardworking, faithful, theist persons along with
strengthening the human knowledge, cognition & necessary technical
skills, will be successful in the future. (Mirsepasi, 1999).
Organizations should provide the conditions that are necessary for
succeeding in national production by developing & training their human
sources.
3. Human Resources Development Strategies:3.1 Establish a correlation between efficiency & effective-
ness:
For optimum productivity in the organizational processes we need that
the organization’s persons combine the effectiveness & efficiency of pro-
cesses reasonably & thus by creating a consolidated approach they can
A. Hashemi, M. S. Hoseini, and A. Abasi
increase the productivity. One of the aspects of human resource develop-
ment in developing quality is that the employees learn to pay attention
to the effectiveness & efficiency of the processes simultaneously & make
the reasonable fit between them. This combination can be expressed as
follows:
Efficiency + effectiveness =organizational productivity
If the effectiveness & efficiency increase, the organizational produc-
tivity will become higher; on the contrary, the organizational productiv-
ity will reduce if the effectiveness & efficiency decrease.
3.2 Empowering the organization’s persons in order toincrease the efficiency & effectiveness:
Empowerment has a special & general sense & numerous interpretations.
This diversity of definitions & approaches removes the integrity from the
meaning of empowerment.
Some items such as intrinsic motivation, understanding & commitment,
career structure, power or authority transmission, sharing resources &
information, are applied in the definition of empowerment. (Robbins,
2002)
Empowerment is a continuous & permanent process & it is analyzed in
a dynamic environment at different levels.
Empowerment notes the subjects such as motivation, psychological &
structural changes, cultural & historical elements, organizational values
& attitudes.
3.3 Interaction between organizational values & employ-ees’ personal values:
Creating an interaction between the organization’s overall identified ob-
jectives (tough values) & employee’s personal values (smooth values) is
the main challenge which an organization is faced with it to carry out
its activities.Development of Human Sources Competence ...
The views represent the way that is ahead of us, but for realizing the
visions in practice, a manager needs the creativity of the employees. In
fact, existence of participation culture in an organization is a way of per-
forming the duties properly. A positive & efficient culture can provide
the possibility of realizing the standpoints & this matter is so important
for reaching the general & personal goals. Identifying the organization’s
values & recognizing the needs, employee’s goals & making an interac-
tions between them can result in an efficient, effective & organizational
manner.
3.4 Skill of combining the process-oriented approach withthe result-oriented approach in the organizations:
The process-oriented approach is acceptable when it considers the pro-
cesses reasonably but if it emphasized the processes extremely it would
ignore the quality.
This approach gives originality to the working & thought processes, but
less optimal results are achieved.
The result-oriented approach ignores the working & thought processes
& considers the conclusion & the quality. It is obvious that the re-
sults not achieved without the processes. Therefore, according to these
mentioned approaches it is reasonable to combine these two approaches
in a sensible way by defining appropriate criteria. The combination of
these approaches does not appear spontaneously, but the organizational
humans can create it with training & development. Accordingly, it is es-
sential that all of the employees at all organizational levels be equipped
with this skill.
4. Value Engineering Approach in Working &Organizational ProcessesOne indicator of effectiveness & efficiency in working & organizational
processes is to achieve the value engineering from the deepness of the
processes.
A. Hashemi, M. S. Hoseini, and A. Abasi
Value engineering as an efficient technique for meeting the project’s ob-
jectives with minimum cost & keeping the quality has a great impor-
tance.
Value engineering is an organized attempt for analyzing the performance
of systems, equipment & services in order to access to actual performance
with minimum cost during the project lifetime. (Ameli, 2002)
Value engineering has a practical & pragmatic approach with a system-
atic analysis of the issues.
According the value engineering’s attitude alternative approaches should
be presented in order to reduce the costs & increase the quality. Alter-
native approaches must have two important features, effectiveness &
efficiency. (Salimi, 2002)
For creating value engineering in processes, the social & technical aspects
of them should be verified.
Technical aspects are the processes that describe technology, standards
& strategies. The social aspects are the processes that refer to the
employees, jobs & incentives. (Qulijli, 2000)
4.1 Customer oriented approach for effectiveness & effi- ciency:Customers have a special position in the organizational culture & since
all of the employees in each job category should serve the customers so
customer oriented culture has become common & popular in all of the
organizations.
Peter Draker (1984) said that the only valid definition of the organiza-
tion’s target is to attract the customers.
The skill of gladdening the customers is achieved when the employees re-
ceive the necessary training. Customer-oriented companies try to teach
the employees who serve the customers how to give a proper response
to the customers & their requests.
Training should be presented continuously during the period of workingDevelopment of Human Sources Competence ...
through which the employees become able to respond to changes in tech-
nology, processes, customers & job requirements properly. (Aali,2002)
5. ConclusionNowadays manpower is the most important factor in manufacturing.
In the old times, the human thought that the material resources & capi-
tal could determine the direction of economical & social development in
a country but in the current world, efficient human resources have the
main influence in determining the direction of country’s economical &
social development .
Effectiveness & efficiency of the organizational processes are two ba-
sic pillars & if they realize they will guarantee the productivity of the
organization.
The thing which has a central role in making the processes effective
& efficiently is to develop the human sources in various fields such as
attitudinal, behavioral, occupational, technical, cognitive, creativity &
work conscientiousness aspects. Therefore, in this way the employees
can think about doing the correct works (effectiveness) & performing
their duties correctly (efficiency) & make their thoughts operational.
Training & developing the human sources by means of making corre-
lation between efficiency & effectiveness, empowering the employees,
training the employees, setting interactions between the general values
of the organization & personal values of the employees, combining the
process-oriented approach with the result-oriented approach , value en-
gineering strategy in organizational & working processes, considering to
customer orientation strategy, can help the effectiveness & proficiency
of the organizational processes.
A. Hashemi, M. S. Hoseini, and A. Abasi
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[4] Mirsepasi, N. (1999), Human resources management & labor relations,
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[6] Robbins, S. (2002), Principals of organizational behavior. Translate: Par-
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[7] Saadat, E. (2004), Human resources management, Samt Publications.
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[9] Salimi, M. H. (2002), Value engineering, cornerstone of quality, Gimmick
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[10] Shariatmadari, M. (2003), Human resources retraining in organizations,
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كلام اول 
موضوع: مقالات چاپ شده در مجلات داخلی ISC
نويسنده: 
تاريخ: 7 مرداد 1393
بازديدها: 1242
